There are efficiency metrics in certain organizations that don’t fall neatly into the OKR template, “Who does what by how much?” If we’re setting goals for a team that manages these types of metrics, how do we reconcile that with measuring human behavior.
How do we create a process where every role has customer access in an effective and sustainable way? Here are some thoughts.
Don’t write your OKRs without involving a UX designer. They are the staunches advocate for customer behavior goals.
The names of our processes can sometimes be the thing that keeps adoption low. Here’s a way to rethink that.
You can write objectives and key results for services businesses. Just make sure to focus on the right behaviours. Here is an example.
OKRs can be a big change. Reduce the risk by notching small wins. One way is by changing the questions you're asking. Here's how.
Quantifying your key results is not only critical to your success but it also tells you when you’re done. Why do teams avoid doing this then?
Committing to a new way of working is risky. Reduce that risk by shortening the time between check-ins and course corrections. Here’s how.
Here's a case study showcasing OKRs in the healthcare space and how they influence the work done at the hospital.
B2B companies often struggle with OKRs because it's not clear whose behavior we want to change. Here's how to fix that.